planeamiento y desarrollo hotelero - roland mouly

8/4/2019 Planeamiento y desarrollo hotelero - Roland Mouly

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October 27, 2010

Roland MoulyVice President Development

V Seminario Internacional de Hoteleria

USMP Lima Peru


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How the 9th largest hotel

company in the world is

completely re-positioning

portfolio and targeting a 5expansion in the next 5 ye


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An aggressive global branding strategy&

A targeted growth and development tactic


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Hubert Joly

Global Management Team

James Porter Gordon McKinnon

Trudy Rautio Fredrik Korallus

William Van Brunt

Kurt Ritter Thorsten Kirschke Jean


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Carlson Today: a Privately-held, Global, Hospitaand Travel Company

>1,000 hotels>77 countries

>1,000 restaurants>60 countries

Global leadspecializing business trav

manageme


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1962 to 2010: the main events

1909

First Radisson

Hotel Opens InMinneapolis

1962

Curt Carlson

PurchasesRadisson

Hotel in

Minneapolis

1986

Pierre

ReservationSystem

1988

Yes I Can!

Launches

1992

Launch

Look To Book

2004

Sleep

Number BedIntroduced

2003

Combined

GoldpointsPlus Program

Launched

2R

OP

E

S

1994

Partnership

Agreementwith Radisson

and SAS

InternationalHotels

1991

1st Radisson

hotel in Canada,Radisson Hotel

Admiral Toronto-

Harbourfront

1st AmericanBrand In

U.S.S.R.

1999

Radisson

Gold RewardsProgram

Launched

2005

Express

YourselfIntroduced

2000

New Logo

Introduced

1989

GDS Seamless


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The Last 5 YearsSTRATEGIC REFOCUS

Sale at peak of the market

Sale after turnaround

Freed up resources to support growth in hospitality and t

Sale of Regent brand


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1962 1973 1983 1993 2003 2009

1 6 38

336

847

1,059

Number

of hotels

The Last 5 YearsGROWTH

Number

of restaurants

2004 2009

7601,023

Sales

(USD billion)2004 2008

8

28

7


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1962 1973 1983 1993 2003 2009

1 6 38

336

847

1,059

Carlson Hotels Global Portfolio Has Grown to M1,000 Hotels in Operation

92 hin 2

68 n

sign

HOTELS IN OPERATION


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0 100 200 300 400 5

7

35

100

495

422

11

14

54

90

Hotels in Operation Contracted Pipeline

Carlson Hotels Has a Strong Brand Portfolio

154

49

18

1,059 Hotels in Operation 249 Contracted Pipeline+ = 1,3


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0 100 200 300 400 500 600

40

53

317

649

6

73

99

Hotels in Operation Contracted Pipeline

Carlson Hotels Has a Contracted Pipeline of 249 That Reflects its Rapid International Expansion

416

126

46

1,059 Hotels in Operation 249 Contracted Pipeline+ = 1,3

North America

Europe, Middle

East and Africa

Asia Pacific

Latin America

61% in

North

America


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Carlson Hotels Has Become a Global PlayerHOTELS IN OPERATION AND CONTRACTED PIPELINE

46

720

28

30243 17

43

25

84


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Carlson Hotels is Experienced in Both ManagingFranchising Hotels*

160

1 9

2899

15

176

72

68

268

2

276

41

564

58

941

Regent Radisson ParkPlaza

Country Inn& Suites

Park Inn Total

*The above numbers include hotels that are owned, managed, leased and franchised by Carlson or by Rezidor.


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Carlson Hotels Has Achieved Record Openingsin 2008 and 2009

2008 2009

2937

40

38

1616

2

12

89 92


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Why re-position the brand now?

Belief #1: The Market is Coming Back and is Poi


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Belief #1: The Market is Coming Back and is PoiLong-term GrowthREVPAR YEAR OVER YEAR GROWTH RATE 2008-2009

2008 2009

20

10

0

-10

-20

-30

Europe U.S. Asia

Percent

Belief #2: Growth Opportunities Exist in Emergi


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Source: IMF

Belief #2: Growth Opportunities Exist in EmergiEconomies, in North America and in EuropeGDP BY REGION (USD TRILLION)

1999 2009 2014

10.716.7 20.7

9.2

16.2

19.1

4.4

5.0

5.8

2.3

8.7

14.5

4.7

10.6

14.6

1999 2009 2014

74.7

57.2

31.2

Increase2009-2014

2.9

4.0

0.7

5.8

4.0

17.5

Rest of the W

Japan

Brazil, Russi

North Amer

European U

Belief #3: Consumer Behaviors Are Evolving


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Belief #3: Consumer Behaviors Are EvolvingAround the WorldCONSUMER BEHAVIOR KEY TRENDS

Become known for travel empathy

Increase emphasis on leisure

Develop inter-theater sales

Evolve/segment offer


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Belief #4: Strong Brands Will Win Key is the Qthe Product, the Service, the People

Strong brandperformance for

guests

Strong RevPARpenetration

New propertiesjoin the system

Strong marketing,sales and

distributionincome

Strong economic

performance forowners

Investments inbrand and assets


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Luxury Upper Upscale Upscale Midscale

Belief #5: Business Model Must Be Differentiateby Segment

Owned/Leased Managed

Carlson Hotels Ambition is to Grow its Portfolio


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Carlson Hotels Ambition is to Grow its Portfolioby More than 50% by 2015TARGET PORTFOLIO NUMBER OF PROPERTIES

0

400

800

1,200

1,600

2,000

1997 2003 2009 2015

1,500 - 2,000

438

847

1,0591,500


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Our Strategy Has Five Main Themes

Growing

a global,

vibrant hotel

business

2. Operationalize the brand promises

1. Establish clear, compelling positioning for each

3. Accelerate development

4. Win the revenue battle

5. Build a global team and organization


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It Entails Four Priority Growth Initiatives

Expand Radisson as a powerful, globally consisten

first-class brand

Accelerate the growth of Country Inns & Suites in

key markets

Grow Park Inn as a winning mid-scale brand acros

theaters in key countries

Continue the push in key emerging economies,

with added emphasis on mid-scale
http://flagspot.net/images/c/cn.gif


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Each Brand clearly defined andpositioned for growth

Current Brands


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Current BrandsBy Market Position and Volume: Relative Posi

Luxury

Upper

Upscale

Upscale

Midscale

With

Midscale

Without

Economy

The

Americas

Europe, Middle East, Asia Asia

Pacific

Brand Width Currently Compounds the Issue

KeyMarket Position

and Volume by

Theatre Per Brand

Brand Width

by Theatre

Carlson Hotels Future State


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Carlson Hotels Future StateBrand Positions by Width and Share of Portfolio

Key

Number of Hotels

Per 100

Brand Widths

Luxury

Increased Levels of Service Consistent Across All Theatres

Economy

Midscale

Without

Upscale

UpperUpscale

Midscale

With


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1. 2.

4.

5. Build a global team and organization

Establish clear,

compellingpositioningfor each brand

Operationalize

the brandpromises

Acceleratedevelopment

Win therevenue battle

3.

A GLOBALLY CONSISTENT RADISSON


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A GLOBALLY CONSISTENT RADISSONONE BIFURCATED BRAND


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STANDARD OPERATING PROCEDUREGLOBAL ALIGNMENT

Level

Standard Operating Procedures


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RADISSON BIFURCATION


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RADISSON BIFURCATIONTHEATRE BY THEATRE

Theatre Current Properties Development

Asia

Pacific

Europe,

Middle East,

Africa

SouthAmerica

North

America

Rebrand upper upscale properties Blu

Grandfather current Rezidor portfolio

Consider rebranding upper upscaleproperties Blu

Launch Blu after critical mass of flagship

properties has been achieved

WE HAVE A PROVEN SUCCESS RECIPE IN


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RevPAR Index 105

#2 in J.D. Power

Radisson in upper upscale

Growing talent from within

Newest room inventory 40%

new breed

Operational excellence

Opportunities ahead

WE HAVE A PROVEN SUCCESS RECIPE INCLOSE TO 300 RADISSON HOTELS WORLDWIDE


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INCONSISTENCY IS A GREAT CHALLENGE

LUXURY

UPPERUPSCALE

UPSCALE

MIDSCALEWITH F&B

MIDSCALEWITHOUT F&B

EXCEPTIONAL

EXCELLENT

VERY GOOD

GOOD

GOOD

BW

Ritz Carlton

W

Regent

Four Seasons

InterContinental

JW Marriott

Hyatt

Westin

Marriott

Hilton

Sheraton

Radisson

Crowne Plaza

Residence Inn

Hilton Garden Inn

Wyndham

Best Western

Holiday Inn

Hampton, DruryWingate

Country Inn

Holiday Inn Express


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BUT THE OPPORTUNITY IS EQUALLY GREAT

Europe, Middle East, Africa

RevPAR Index 105

Asia

RevPAR

*Annually based on RevPAR

The Americas

RevPAR Index 86

Revenue

USD 300 million

Revenue

USD 50 million

Re

USD


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WHAT DOES OPERATIONALIZE


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WHAT DOES OPERATIONALIZE THE BRAND PROMISE MEAN?

Room styles

Technical standards

Design style guide

Preferred designers

Operational supplies

& equipment

Bar and restaurant

Radisson

Radisson Blu

Quality performance review by independent, 3rd party

Product

Uniforms

Flat organization

People empowermen

People development

People commitment

People hospitality

Service People

STANDARDSOF OPERATION

OPERATIONALIZE


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THE BRAND PROMISE

Radisson Hotel Orlando-Lake Buena

Room styles

Technical standards

Design style guide Preferred designers

Operational supplies & equipment

RadissonRadisson Blu

Product

Radisson Decapolis Hotel, Panama

RADISSON PRODUCT EVOLUTION


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1

50%

25%

RADISSON PRODUCT EVOLUTION

2. Rebrand certain properties to Park

Inn and lose a few assets where owner

is unwilling to invest

X

4. Add accretive

properties

3. Upgrade

properties to

new standard

1. Wean outnon-compliant

properties

Advanced d

PRODUCT IMPROVEMENT


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Renovation Investment USD 7.5 million

Property

PerformanceActual

2006 2008

RevPAR USD 90.07 USD 116.79

RevPAR Index 88.8% 108.1%

Incremental

Pre-Tax IRR15.6%

PRODUCT IMPROVEMENTRADISSON PHILADELPHIA

PRODUCT IMPROVEMENT


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Brand Year RevPAR Index

Le Meridien Hotel 2000 85

Independent 2005 65

Radisson January 2010 115.3

PRODUCT IMPROVEMENTST MARTIN

The accommodations, overallexperience

and staff/service was outstanding

The hotel is absolutely gorgeous, and the staff were wonderful.

We truly loved the hotel and will look forward to going back.

Carlson invests USD 35.7 million in 2007

HOW ARE WE ACCELERATING GROWTH?


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Adding more resources

Bifurcation leads to

new opportunities

Emerging markets

Key cities development (U.S.)

More properties with

existing partners

Asset light development

with strategic investment

HOW ARE WE ACCELERATING GROWTH?

Global Radisson hotels in operation = 4Global Radisson hotels in pipeline = 90

The Americas Europe,

Middle East,

Africa

As

GROWTH DEVELOPMENT OUTLOOK 2015


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GROWTH DEVELOPMENT OUTLOOK 2015

0

100

200

300

400

500

600

700

800

1989 1999 2009 2015

180

399

422

600512

800Properties

ACCELERATE DEVELOPMENT


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ACCELERATE DEVELOPMENTZOOM IN ON NORTH AMERICA

Encourage franchise growth to continue

Steer the Radisson destination

Manage the flagship properties in key cities

Accelerate growth with more resources

Invest USD 1.5 billion between 2010 and 2015

Evolve business model

Enhance brand equity

Managed/Ow

Franchised

2010

7%

93%


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STRONG BRANDS HASTRONG FLAGSHIPS

STRONG BRANDS HAVE STRONG FLAGSHIPS


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AND SO DO WE

IN CAPITAL CITIES

AROUND THE GLOB

STRONG BRANDS HAVE STRONG FLAGSHIPS


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The Mayfair, London, United Kingdom


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Radisson Blu Strand Hotel, Stockholm, Sweden


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Radisson Blu Plaza Hotel, Oslo, Norway


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Radisson Blu Royal Hotel, Copenhagen


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Radisson Blu Hotel, Berlin, Germany


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Radisson Blu Hotel, Amsterdam, The Netherlands


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Radisson Blu Dokhan Hotel, Paris, France


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Radisson Blu Hotel, Rome, Italy


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Radisson Blu Hotel, Madrid Prado, Spain


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Radisson Blu Conference & Airport Hotel, Istanbul, Turkey


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Radisson Blu Hotel, Dubai Media City, United Arab Emirates


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Radisson Blu Al Mahary Hotel, Tripoli, Libya


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Radisson Blu Hotel, Dakar, Senegal


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Radisson Blu Hotel Sandton, Johannesburg, South Africa


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Radisson Hotel Waterfront, Cape Town, South AfricaRadisson


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Radisson Royal Hotel, Moscow, Russia


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Radisson Hotel Bangkok Sathorn,Thailand


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Radisson Plaza Hotel, Sydney, Australia


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Radisson Plaza Santiago Hotel, Chile


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Radisson Hotel Sao Paulo Faria Lima, Brazil


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Radisson Hotel Decapolis Miraflores Peru


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Radisson Decapolis Hotel Panama City Panama


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Where Does Park InnFit in the Carlson Hotels Portfolio?


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Luxury

Upper / Upper Upscale

Midscale with F&B

Midscale without F&B

Economy


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Grow Park Inn as a Winning Mid-Scale Brandin Key Countries Across All Theatres


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y

Nearly 150 properties in seven years

#1 Mid-Scale brand with J.D. Powers

BDRC Most Promising Emerging Player 2009

European success

Good investment model, fantastic conversion model

All the systems, all the tools: Essentials, Brand Port, Design, Standard Operating Proce

Life


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Park Inn Unknown in Europe six years ago


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Unknown in Europe six years ago

Brand values based on ease of use and functional style

Striking new identity in the branded world

Record growth

Part of a great family of brands

Despite a short lifetime, internationally recognised

Replaces an existing conventional solution

Our Brand A Unique Label


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One of the most distinctive and striking identities of the bran

Sets us apart from the competition

Represents the unique personality of the brand

Visual voice

Bright, Bold and Fresh,Uncomplicated, Friendly and Fun


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Brand ID Card

Energetic mid-market hotel

Mastering the essentials Providing the best sleep in

Sleep well, live well

Unexpected touches of iconcontemporary design

Strong conversion brand

Located off centre in major capitals, airports and transp

Ambition: To reach 300 ho

100 Properties WorAdding color to life!

Brand Positioning


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Increased Level of Service

Luxury

Formule 1

Mid-market

FirstClass

Economy

Budget

Bvlgari

InterContinental

Ritz CarltonMorgan

W

Four Seasons

HiltonMarriott

SheratonSofitel

Holiday InnNovotelScandic

Ibis

Source: HVS International

Brand

Management

Culture

of Service
http://www.mercure.com/http://www.novotel.com/novotel/index.html


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http://ramadainternational.com/ramada/default.mihttp://www.mercure.com/http://www.novotel.com/novotel/index.html


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Highest in GuestSatisfaction AmongMidscale Full ServiceHotel Chains


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Our Values


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VibrantUn -

complicated

Friendly

Brand Visuals


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Advertising


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Simple

Effective Impactful

Flexible

Adaptable


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RBG Restaurants That Work


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End to End solution

World Cuisine

Compact mise-en-

place

Quality, consistency,

creativity

Designed for profit

RBG Great Spaces for Food


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Great Food


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Gross Floor Area Per Guest January 2010


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Room Area as

Ibis

Express HI Courtyard

Hampton

Park Inn

Ramada Encor

Garden Inn

Ramada

Holiday Inn Novotel

Jurys Inn

Radisson

3029

2827

2625242322212019

18171615

25 30 35 40 45 50 55 60 65

Express HI Hampton

Ibis

CourtyardGarden

Inn

Ramada

Novotel

Park Inn

HI

Radisson Blu

Gross Internal Area per Room (m2)

Net Room Area (m2)Room Area versus Total Area

(As per work in progress 27 January 2010)

Jurys Inn

Encore

Ramada

Source: Rezidor BD Research

Guest Room Layout Prototype


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Park Inn Bruxelles-Midi


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The Park Inn Mandatory Items ListingThe Park Inn Essentials are a collection of iconic elements that, when implemented fullyprovide a coherent branding experience throughout the physical environment of the pr


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provide a coherent branding experience throughout the physical environment of the pr

Park Inn Growth* Europe, Middle East, Africa

hi d


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0

20

40

60

80

100

120

140

2003 2004 2005 2006 2007 2008 2009

Franchised

Managed

Leased

Owned

Note: * Number of hotels in operation and under development dated December 2009

*The above numbers include hotels that are owned, managed, leased and franchised by Carlson or by Rezidor


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We are already here

Krakow


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Klosterneuburg


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PARK INN KLOSTERNEUBURG AUSTRIA

Djerba


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PARK INN ULYSSE RESORT & THALASSO, DJERBA TUNISIA

Liege Airport


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Yas Island


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Baku


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PARK INN AZERBAIJAN BAKU


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addingcolourtolife


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Where Does Country Inns & SuitesFit in the Carlson Hotels Portfolio?


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Luxury

Upper / Upper Upscale

Midscale with F&B

Midscale without F&B

Econom


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Key 2010 Programs


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Enhanced Friends Hosting Friends

Recognition Program

New Employee Uniforms

Key 2010 Programs


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Guestroom Operating

Supply Refresh

New Breakfast Program

Our Culture is Our Foundation


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Our Product Must Be Excellentand Convey Our Brand Essence


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Perpetual product design solutions

Proactive Product Improvement Plan cycles

Managed renovations / design review and app

Solution supply chains managed

Outliers identified and managed

Generation 1

Generation 2

Generation 3 Generation 4 Gen

How are Renovations Going?

2


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Hotels

Product Evolution Status as of December 2009

In negotiation

Engaged in renovationprocess (planning,ordering, installing)

New (2006-2009)and recently fullyrenovated hotels

334

146

Country Inns hotel owne

reinvest approUSD 300 m

in the brand inimprovem

Between 200

Legacy Exterior Design


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Todays Exterior Design


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Country Inn & Suites BSummerville, S

Country Inn & Suites By Carlson,San Marcos, TX

Legacy Interior Design


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Todays Interior Design


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Legacy Interior Design


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Todays Interior Design


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Have Customers Noticed OurEmphasis on Product and Service?


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0

2.5

5

7.5

10

2006 2007 2008 2009

8.44 8.46 8.518.60

8.52 8.55 8.61 8.72

Guest Satisfaction Index Product Performance Index

*A .02 change in Brand Guest Satisfaction Index is statistically significant

In 2010, Celebrating Our 500th Hotel


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Development Ambition 2015

Additional development


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resources

Ambition to achieve a

portfolio of 750 to 1,000

properties globally

*Aspirational strategy and not a Franchisor performance claim

Future Targeted Development Focus

Country / Region


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United States

India

Canada

Mexico


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Implementing the developmentprocess in Latin America

Our Development Strategy:

1.

Continue Growing the Radisson brand with

Franchising: RHILA and other partners


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Growing avibrant hotel

company in the

region

2. Grow Radisson Blu in Selected Markets: capita

with Key Money, management and leases.

3. Grow the Park Inn brand in selected internatio

cities initially, then expand.

4. Grow all brands in Mexico (potential for over 1

properties)

5. Establish regional offices for the support of ma

and franchised properties

The Process: People, Product, Service

Strong owner or

developer with

resources


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resources

Site or projectlocation

Scope and designof the project

and/or PIP

How is the brandassisting the

owner during thisprocess

Negotiating aFranchise and/or

Management

Signing theagreements,

building the hotel,opening

Growing Carlsons brand in the LatAm region: MBe Differentiated by Segment

Owned/Leased

Managed


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Radisson Blu

Radisson Park Inn Country Inn

A number of solutionsCarlson will take the financ

guarantying a fixed return

offering key money, etc..Lease


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Type ofContract

Owner will leverage with a contract, perfo

and possible minimu

Owner uses his or her resou

operate and will leverage thCarlsons system: distributio

marketing, advertising, etc..

Manage

Franchise

Carlsons technical support:

Room stylesR d i

The New Process

Technical standards

The Old Process


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Restaurant design

Architectural design

Interior Design style guide Preferred designersRadisson Blu

Radisson

Park Inn

Country Inn & Suites

Operational supplies & eq

RadissonCountry Inn & Suites

A contemporary design style:The Guestrooms The Public Spaces


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A solution for the owner/developer: The Room StyleWhat is included? The C

Lighting:Floorlamp

Case goods:Full length mirror

Textiles:Bedskirt

Pricing base pro


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pWriting desk lampHeadboard lamps

with shadeMiscellaneous:ArtworkAccessories:Desk blotterVaseFlower pot

gNight tableTV-Console

Writing desk with mirrorHeadboardLoose furniture:End tableDesk chairLounge chairFootstoolBench

BedthrowCombined decor blackout

curtainSheer curtainThrow pillow on bedThrow pillow on loungechairCarpet/wallcovering:

Guestroom carpetGuestroom carpet baseMain Wallcovering

Urban: $6,640

Ocean: $6,595

Naturally Cool: $

NY Mansion Hou

And Relax: $8,03

1. 2.Grow Radissonto 80 hotels by

Grow Park Innto 25 hotels

The Goal: A self sufficient region accretive to Ca


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4.

5. Integrate LatAm within a global vision

to 80 hotels by2015

to 25 hotels,including 10 in

Brazil

Expand CIS to20 hotels in

MexicoEstablish

Regional offices:Mex, Chile,

Brazil

3.

October 27, 2010


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Roland MoulyVice President Development

V Seminario Internacional de HotelerUSMP Lima Peru

planeamiento y desarrollo hotelero - roland mouly

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